Real Process Improvement Using the CMMI
P
Peer reviews, 49, 119
People, 147; see also Organizations
deliverables, 209 “210
number of, 55 “56
and number of roles, 54 “55
and organizational processes, 187 “188
in postmodern organizations, 58
roles and responsibilities of, 63 “64
skills of, 13 “14
Personal Software Process SM (PSP), 17
Personnel, 159
Plans, 192 “193
Post Modern Organization, The (book), 139
Postmodern organizations, 58
Practical Software Measurement (PSM), 39
Practice Implementation Indicators (PII), 84
President, 55
Procedures, 13
Process, 187 “188
appraisals , 3
description, 188
design, 111 , 167
focus groups, 15
life cycle, 111 “112
nurturing, 157
as a product, 159
tools, 227 “228, xxix
training and piloting, 111
users, 57
weeding , 155 “157
Process action teams (PATs), 166, 174
Process areas (PAs), 1
adoptability of, 162 “164
disadvantages of, 175 “176
Process Area Working Groups (PAWGs), 108 , 174
Process assets, 192 “193
building, 118 “119
content, 200 “202
design and architecture of, 118
format and style of, 200 “203
quality of, 204 “206
Process consultants , 217 “218
acquiring services of, 218 “220, 228 “229
advantages of, 220 “221
evaluation of, 226 “227
relationship with clients , 223 “224
trust in, 228 “229
Process definition, 187, xxix
do s and don ts in, 212 “213
knowledge and skills in, 111
language in, 191 “193
organizational processes and people in, 187 “188
planning, 189 “191
tasks in, 189 “190
teams, 190 “191
Process improvements, 72 “73
approaches to, 147 “148
appropriate and inappropriate decisions in, 241 “243
assumptions in, 123 “124
balanced, 153 “154
Capability Maturity Model Integration (CMMI). See CMMI-based process improvements
and chaos in organizations, 254 “255
consultants, 217 “220, 226 “229
current state, 114 “115
estimating, 122 “123
fixes the backfire systems archetype in, 139
goals of, 112 “113
initiatives, 16 “18
integrated approach to, 176 “180
leadership in, 234 “235, 247 “249
life cycle for, 80
managing requirements in, 101 “104
and maturity levels, 255 “256
measuring and advertising success in, 122
model-based, 257
monitoring and controlling, 126 “129
myths and methodologies in, 252 “259
natural, 155 “157
and organizational change, xx
and organizational learning, 165 “173
and organizations, 186 “187
outsourcing, 217 “218
planning, 115 “117
proven techniques in, 247 “249
requirements, 115
resource allocation in, 76
risks in, 124 “125
shifting the burden archetype in, 144 “147
solutions providers, 217 “220, 226 “229
sponsors of, 57
systems view in, 137 “147
teams in, 174
tools, 227 “228
work breakdown structure (WBS), 113 “122
work product-based, 173 “174
Process Performance Quality Assurance (PPQA), 164
Process systems and assets, 147
building, 118 “119
components of, 198 “199
design and architecture of, 118
developing, 175 “180
implementing, 121 “122
testing, 119 “121
Process tools, 227 “228
Procurement specialists, 64
Product change practices, 156
Product Integration (PI), 63
Product quality, 146
Products, 199
Profits, vs. organization size and internal infrastructure, 140
Program Management Office (PMO), 107
Program managers, 55 , 63 , 199
Program reviews, 13
Programmers, 63
Programming lead, 63
Programs, 191
Project leaders , 63
Project management, 21 “23
in CMMI process improvements, 158
and CMMMI-based process improvements, 137
gray areas in, 74
Project Management Body of Knowledge (PMBOK ), 21 “22
vs. Capability Maturity Model Integration (CMMI), 23 “27
institutionalization in, 27
project closure in, 26 “27
project failure in, 125
project origination in, 26
project planning in, 26
Project Management Institute (PMI ), 22
Project Management Office (PMO), 67
Project Management Professionals (PMP ), 23
Project managers, 63 , xxvi
levels of knowledge and experience, 207, 208
in organizational structure, 55
in race to maturity levels, 141
relationship with process people, 76 “77
roles and responsibilities of, 61, 65, 90
Project Monitoring and Control (PMC), 23, 63 , 163
Project Planning (PP), 26
knowledge and skills in, 111
and organizational roles, 63
translatability and adoptability, 162
Project plans, 13
abandonment of, 126
meetings, 33
Project teams, 106 “109
meetings, 33
members , 208
roles and responsibilities of, 110
Projects, 75
closure of, 26 “27
defining, 195 “197, 199
failure of, 125
origination of, 26
vs. programs, 191
reviews, 33
risks, 91
scope creep, 146
scoping, 111
stakeholders, 57
status of, 90
Work breakdown structure (WBS), 112 “113
Prototyping, 170 “172
Puchasing agents , 64
Purchasing approval authority, 57